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首页> 外文期刊>Journal of Change Management >Managers' Corporate Social Responsibility Perceptions and Attitudes across Different Organizational Contexts within the Non-Profit-For-Profit Organizational Continuum
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Managers' Corporate Social Responsibility Perceptions and Attitudes across Different Organizational Contexts within the Non-Profit-For-Profit Organizational Continuum

机译：非营利组织连续体中不同组织环境下经理人的企业社会责任感和态度

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摘要

This article presents qualitative, case study research and contributes to the literature by presenting managers' views on corporate social responsibility (CSR) within three different types of organizational contexts (non-profit, for-profit and a middle/hybrid case) that have never embedded CSR policies and practices. To the best of the author's knowledge, no other study has compared managers' CSR attitudes within such a combination of organizational contexts. The findings from this study indicate that some considerations with regards to CSR are transferable across organizational contexts (i.e. issues around the attainability of CSR, emphasis given to ethics and integrity and managers associating CSR with employee-related activities), while others are context specific. The context-specific ones show that organizational culture and an organization's position in the non-profit/for-profit continuum are key contextual influences on managers' CSR attitudes. Moreover, influences relating to individual managers' work, as well as the extent to which CSR is an implicit or an explicit part of decision-making determine managerial perceptions of CSR. The implications for management practice (i.e. a one-size-fits-all approach to CSR practice is wrong) and CSR research (i.e. more context-sensitive and interdisciplinary research) are discussed. The findings are relevant both to organizations considering CSR engagement and those already implementing CSR.View full textDownload full textKeywordsCorporate social responsibility (CSR), managers' CSR attitudes, managerial work, for-profit sector, non-profit sectorRelated var addthis_config = { ui_cobrand: "Taylor & Francis Online", services_compact: "citeulike,netvibes,twitter,technorati,delicious,linkedin,facebook,stumbleupon,digg,google,more", pubid: "ra-4dff56cd6bb1830b" }; Add to shortlist Link Permalink http://dx.doi.org/10.1080/14697017.2012.728770
机译：本文介绍了定性的案例研究，并通过介绍经理在三种不同类型的组织环境（非营利性，营利性和中/混合案例）中对企业社会责任（CSR）的观点，为文献做出了贡献。嵌入式企业社会责任政策和做法。据作者所知，没有其他研究在组织环境的这种组合中比较经理的企业社会责任态度。这项研究的结果表明，与企业社会责任有关的某些考虑因素可以在组织环境中转移（即与企业社会责任可实现性有关的问题，强调道德和正直性以及将企业社会责任与员工相关活动相关联的管理者），而另一些则针对特定情况。特定于上下文的行为表明，组织文化和组织在非营利/营利性连续体中的位置是对经理的CSR态度的关键上下文影响。此外，与个人经理的工作有关的影响以及企业社会责任在决策中的隐性或显性程度在一定程度上决定了管理人员对企业社会责任的看法。讨论了对管理实践（即对CSR实践采用一种千篇一律的方法是错误的）和CSR研究（即对上下文更敏感且跨学科的研究）的含义。调查结果与考虑CSR参与的组织和已经实施CSR的组织都相关。查看全文下载全文关键字企业社会责任（CSR），经理的CSR态度，管理工作，营利性部门，非营利性部门相关var addthis_config = {ui_cobrand： “泰勒和弗朗西斯在线”，services_compact：“ citeulike，netvibes，twitter，technorati，delicious，linkedin，facebook，stumbleupon，digg，google，更多”，发布：“ ra-4dff56cd6bb1830b”};添加到候选列表链接永久链接http://dx.doi.org/10.1080/14697017.2012.728770

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